This document discusses performance and compensation for a team presenting to Maria Farooq. It defines the key elements of an effective team as having a clear definition and purpose, compelling goal, complete skill set, relevant resources, and available advice. It then discusses factors that influence optimal team size such as purpose, expectations, roles, interconnectivity, functions, and goals. Finally, it outlines different types of teams including functional, cross-functional, leadership, self-directed, virtual, quality circles, and task force teams.

1. Performance & compenstaion
Topic:
Team

3. Performance & compenstaion
Topic:
Team

4. Presented To:
Ma’am Maria Farooq
Presented by:
Aqsa Nawab 2006
Rabia Bashir 2039
Hafiza sajida 2014
Ayesha Billal 2008
Mehreen Fatima 2029

5. We are great full to Ma’am Maria
for giving us such opportunity

7. OF
Effective
Team
 Clear definition and purpose
 Compelling goal
 Complete skill set
 Relevant resources
 Available advice

8. Clear definition and
purpose:
Compelling goal:
 Cleary knows who is a member of the team.
 The team has a common goal .
 Members are mutually accountable & relatively stable.
Goal are:
 Clear.
 Compelling.
 Impactful.

9. Complete skill set:
Relevant resources:
 The team has the knowledge and skills needed to complete
the task.
 Each member of the team has the authority to decide how
to accomplish the task.
 Organization provides them resources to
complete the task.

10. Available advice:
 High-level people available to coach and advise the
team, as needed.

11. Teams are formed when
individuals with a common
taste, preference, liking, and
attitude come and work
together for a common goal.

15. Size of Team
Depend on the nature of work. There are following factor
that influence on the size of team.
Factors that affect optimum team size include:
 Purpose for which the team is formed.
 Expectations you have from team and its members.
Roles that the team members need to play,
The amount of cohesiveness and interconnectivity
necessary for optimal team performance.
 Function, activities, and goals.

16.  Work Efficiency
 Improved Employee Relations
 Increased Accountability
 Learning Opportunities

17. Work Efficiency
Teamwork:
 Enables a accomplish tasks faster and more efficiently .
 Reduces the work pressure
 Sharing ideas or responsibilities
Improved Employee
Relations
Teamwork:
 provide an opportunity to bond with one
another.
 Enhances respect within team.
 Increased trust .

18. Increased
Accountability
Teamwork increases the accountability of every member of the
team.
 First case:
when working under people who had a lot of respect then team members do not
want to let each other down and do their best to contribute to the successes.
 Second case:
Working on a solo project, pressure is usually high within teams that
result low morale that impact to individual performance.

19. Learning Opportunities
 learn from more experienced employees.
 Acquire skills.
 challenge the ideas of each other that compromise
solution.

22. Functional team
Cross functional team
Leadership team
Self Directed team

23. Types conti..
Virtual teams
Quality circles
Task force

24. Functional Team
 Perform specific function.
 Consist of same department or work area members.
 Mangers hold primary responsibilities with subordinates.
Cross Functional
Team
 These type of teams are made by workers across functions,
or specialties.
 Separate areas of expertise work together.
 Team members are about same hierarchical level.
 Members take decision without management.

25. Leadership team
 Team made up of leaders from varied departments.
 Goals are generally aligned with the mission and vision of the
company.
Virtual team
 This kind of team consist of members form other
cities, states and countries.
 They use technology and specific skills to achieve
a common goal.
 More task oriented and less about social
interaction.

28. Self directed team
 Also known as self managed teams.
 Tasks operated without managers.
 No one is in a position of authority
 Teams are designed to give employees a feeling of
empowerment and ownership of the job.
 These type of teams have higher level of satisfaction,
increased self-esteem, and grow more on the job.

29. Quality circles
 individuals seek to become aware of, analyze and address
problems.
 hope to improve performance and make management
aware of any issues.
 This idea originated in Japan by large firms striving for
quality.
 Usually, these are made up of three to 12 people who do
similar work.

30. Task force
 Team of experts joined together to solve a well-defined and
temporary assignment.
 They have a sense of autonomy.
 Don’t need to constantly consult superiors to get things done.

33.  Say thank you
Treat
Time Off
 Prizes

34. Say Thank you
 The simplest thing you can do is to say thank you. Recognise and
reward good performance, achievements and a job well-done.
For many, that is all they need to feel encouraged.
 A simple but honest appreciative remark can go a very long way.

35.  Give them people occasional treat.
 Rewards create a win-win situation.
Treat

36. Time off
Allowing flexibility to go home early, come in late, or take an
additional day off to attend to a personal matter or just have a bit
of fun can work wonders to their state of mind.

37. Prize
 Awards, competitions are the opportunities to recognise the
particular skills and strengths.
 Just being nominated for awards is a great booster.